From Pilot to Full Deployment: Lessons from KAES’s Approach to Industry 4.0 and Data Integration

From Pilot to Full Deployment: Lessons from KAES’s Approach to Industry 4.0 and Data Integration | SPONSORED

At the Impact 2024 event, hosted by Cognite, Josh Dotson, Industry 4.0 Leader, Koch Ag & Energy Solutions (KAES), shared insights into the company’s early steps in its digital transformation journey. Dotson, who has a background in operations, project engineering, and reliability engineering, discussed the strategy behind KAES’s approach to digitalization and the crucial role of data integration in building the “fleet of the future.”

Building the Foundation for a Digital Future

KAES began its digital transformation with a clear vision: to create a connected, automated, and integrated operational environment. Josh Dotson emphasizes that transformation for the sake of transformation is not effective; instead, it requires a well-defined strategy to avoid confusion and chaos within the organization.

The company evaluated various solutions, considering whether to build an internal platform or partner with a specialist. Ultimately, they chose Cognite as their partner, recognizing that while they excel in manufacturing, building an advanced data platform internally was outside their core capabilities. With Cognite’s expertise, KAES aimed to establish a robust connected data platform as the foundation for its future operations.

Identifying Opportunities: Uncovering Value Across Operations

KAES’s digitalization strategy encompasses various operational areas, from maintenance optimization and turnaround management to improving overall manufacturing processes. In the interview, Josh describes how they began with a proof of concept, testing the platform in two production lines (PLs) over a two-month period. This pilot phase allowed the team to verify the platform’s capabilities and gather feedback from operational teams.

The response was overwhelmingly positive; operators saw immediate value and expressed a desire for the platform’s full implementation. There were “little piles of gold everywhere”, according to Josh Dotson—value opportunities scattered across various operational areas. By integrating these insights, KAES could capitalize on multiple improvements simultaneously rather than focusing on a single domain.

Achieving Buy-In: Cultural and Organizational Alignment

One of the significant challenges KAES faced was aligning the organization culturally with the new digital approach. When Cognite was initially introduced a few years ago, the company was not yet mature enough culturally to recognize the value it offered. Josh Dotson explains that, for successful digital transformation, there must be a felt need for change, a clear vision of the desired state, and a practical pathway to achieve it.

To overcome this, KAES conducted extensive internal communication efforts, including roadshows and testimonials from operators who had tested the new system. By gathering feedback and demonstrating value through direct quotes, Microsoft Teams messages, and personal testimonials, the team was able to show leadership and employees alike that the platform was useful and highly desired by the workforce. This helped build a strong case for further investment, gaining support from both the operational teams and senior management.

The Power of Data: From Pilots to Full Deployment

A turning point for KAES was the successful pilot demonstration and the positive feedback from plant managers and operators. Josh Dotson recalls a conversation with the plant manager at their largest site, who noted that even a single improvement, such as optimizing planning for a turnaround, could pay for the entire project. This tangible value proposition helped solidify buy-in from senior leadership, demonstrating that the investment in Cognite’s platform was not only justified but essential for future growth.

KAES now plans to scale the platform across all its operations, leveraging early successes to build momentum. The strategy focuses on deploying technology systematically, ensuring that each stage delivers measurable benefits that reinforce the value of the platform throughout the organization.

Lessons for Manufacturers: Driving ROI and Cultural Change

This interview provides valuable lessons for other manufacturers embarking on digital transformation:

1. Define a Clear Strategy: Transformation should be guided by a strategic vision that aligns with organizational goals and avoids unnecessary complexity or confusion.
2. Start with a Pilot: Testing solutions in a controlled environment allows for early wins and builds a foundation of proven success that can be scaled across the organization.
3. Communicate and Engage: Gathering and sharing feedback from frontline users helps build trust and buy-in, demonstrating the tangible benefits of new technology.
4. Focus on Tangible ROI: Showcasing how even small improvements can justify the investment encourages leadership support and drives momentum.

KAES’s approach to digital transformation emphasizes the importance of strategic planning, stakeholder engagement, and a focus on measurable outcomes. By partnering with Cognite and leveraging their platform, the company is laying a solid foundation for its connected and automated future. As KAES continues its journey, it highlights how manufacturers can effectively navigate digitalization, integrate advanced technologies like AI, and ultimately transform their operations to be more efficient and competitive in the long term.

Disclosure: Travel expenses for attending the Impact 2024 event were covered by Cognite.

The interview was recorded by Greg Orloff, Industry Executive, IIoT World, and Josh Dotson, Industry 4.0 Leader, Koch Ag & Energy Solutions (KAES) during Impact 2024. Travel expenses for attending the Impact 2024 event were paid for IIoT World by Cognite.